Brand resonance occurs when a consumers’ experience with the product meets or exceeds their expectations. It results in a deep psychological bond whereby the customer acts as a brand evangelist (i.e. engagement) and is so loyal and attached that they feel a kinship with other people associated with the brand.
Looking at Snapple in terms of the four categories of brand resonance, it’s evident that Snapple achieved brand resonance prior to its acquisition by Quaker. Viral branding made Snapple successful. Consequently, through powerful grassroots marketing and distribution through small outlets and convenience stores, no other New Age brand had Snapple’s sales strength.
Snapple’s products and image were being marketed as “100% Natural” to an increasingly health-conscious crowd while simultaneously grounding their beverages with things that were considered cool by the younger targeted demographic group. As a result, the Generation-X target group tended to become more attracted to the Snapple products.
Quaker did not understand the brand’s appeal; it made the mistake of changing the distribution, the ads, and the culture. Triarc should pursue three immediate, short-run priorities:
• Reestablish distribution – exploit synergies in RC and Mistic distribution channel…get back to the markets where the product is recognized and demanded (i.e. postmodern mindset areas).
• Return Snapple to niche market – focus ads to health-conscious, Generation-X target group, and regain the cult-like following that was destroyed by Quaker. Appeal to imagination and Snapple experience.
• Regain entrepreneurial culture – drop the corporate culture and concentrate on “fashion,” not “lifestyle.” Think Stern, Limbaugh, Kaufman.